Procurement

Christopher Leslie: To ask the Secretary of State for Health what his Department's 10 largest contracts let since the financial year 2010-11 are; what savings have been made in such contracts; what the level of overspend or underspend was in each such contract; and what steps his Department has taken to monitor the performance of each supplier of such contract following the contract award.

Daniel Poulter: The 10 largest contracts that have been let by the Department since the financial year 2010-11 are as follows:
	
		
			 Contract title Supplier Contract start date Contract end date Total contract value (£) 
			 ICT-IMS 3 Services ATOS 17 January 2012 17 January 2017 72,000,000 
			 NIHR Clinical Research Network Coordinating Centre (CRNCC) University of Leeds 1 April 2010 31 March 2015 53,000,000 
			 Co-ordinating Centre for the UK Clinical Research Network (UKCRN) University of Leeds 1 April 2010 30 March 2015 41,000,000 
			 Contract for the supply and management of a buffer stock of medicines Restricted-Commercial 24 May 2010 29 April 2015 Restricted-Commercial 
			 Facilities Management plus other Allied Services EMCOR Facilities Services Ltd 1 September 2010 31 August 2017 42,000,000 
			 Centre for Workforce Intelligence Mouchel Management Consulting Ltd 1 October 2010 31 December 2014 25,000,000 
			 Contract for the supply and management of a buffer stock of medicines Restricted-Commercial 21 June 2010 20 June 2015 Restricted-Commercial 
			 Managed Service-Specialist Contractors and Interim Managers. Via DWP. (Cipher) CAPITA Resourcing Ltd 1 November 2011 2 December 2013 22,000,000 
			 Master Vendor Agreement-Admin and Clerical Staff Hays Specialist Recruitment Ltd 1 June 2011 30 November 2013 15,000,000 
			 National Dietary Nutrition Survey NATCEN 1 September 2012 31 December 2018 15,000,000 
		
	
	Savings have been accrued in these contracts but specific figures cannot be provided without disproportionate costs being incurred.
	Levels of overspend or underspend against these contracts is assumed to mean the comparison of an allocated annual internal budget to deliver the contract, with the actual annual contract expenditure. It is not possible to provide this information without disproportionate costs-being incurred.
	Supplier performance is routinely monitored by individual departmental contract managers in accordance with the terms of each contract, and with reference to departmental and wider Government policies and best practices.